Many companies successfully execute routine and repetitive business practices. But when a change falls outside of their core capabilities, such as entering a new market, merging two companies, or rolling out a large IT system change, it is difficult to quickly deliver value. Momentum Leadership assists companies by using proven change-management techniques related to both making commitments and sustaining accountability to accelerate the process and make the change successful.

Case Study
Software Solutions Company

Project Goal
Momentum Leadership was challenged to design and implement an effective Product Management Process for a newly formed Product Management Team and an established Software Development Team. This process shifted responsibility for collection and prioritization of customer product requirements from technical authors to product managers.

• Defined executive imperative for product management change
• Developed internal line of business (LOB) communication strategy
• Provided change readiness activities for software authors
• Redefined roles and responsibilities
• Reinforced adherence to the new process
• Drove agreement regarding product requirement approval process
• Secured executive agreement on compensation plan changes
• Utilized 360 assessment feedback
• Coached technical authors and product managers
• Taught influence and conflict management skills

Engagement Approach
The LOB Executive Team was relatively inexperienced in cross-organizational leadership. Initially, protectionist behavior ruled the team's decision making. Strong VP leadership and consultation support set a new tone regarding the actions necessary to guide leadership cooperation. To facilitate better communication, executives held cross-functional planning town hall events and embedded measurement of product management success in performance and incentive plans.

Product Management Increases Customer Satisfaction and Revenue
Newly implemented product management and development strategies dramatically reduced time to market by one-third. During the time of this consultation, the business unit achieved over 30% profit margin and annual revenue growth of 40%.

Increase Mutual Fate Between Functional Managers
Managers from both the product management and software development groups attended a series of unique learning events designed to develop shared functional, technical, project management, collaboration and coaching/feedback competencies. Participants applied a systematic approach to gathering customer requirements and defining product features for an upcoming product development cycle. Managers from each discipline then collaborated to teach software developers about the new product management process.